conflict management
DESCRIPTION
Conflict ManagementTRANSCRIPT
What is conflict?
Direct opposition, a clash or disagreement between peopleConflicts are experienced at home, work, social recreation and officiating a contestAs long as you have people dealing with people, making decisions or meeting deadlines - you will have conflict
Conflict management
Conflict management is the practice of identifying and handling conflict
in a sensible, fair and efficient manner.
Perspective in conflicts
Traditional perspective.
Contemporary prospective.
Realistic prospective
General causes of conflicts
Poorly defined goalsDivergent personal valuesLack of cooperation/trustCompetition of scarce resourcesUnclear roles/lack of job descriptionCommunication failure Personality conflict
Effects of conflict in organizations
StressAbsenteeismStaff turnoverDe-motivationNon-productivity
Types of conflict
Task conflict.
Relationship conflict.
Process conflict.
Ways of addressing conflict Five basic ways of addressing conflict were identified by Thomas and Kilman in 1976:Accommodation _surrender one's own needs and wishes to accommodate the other party. Avoidance – avoid or postpone conflict by ignoring it, changing the subject, etc. Avoidance can be useful as a temporary measure to buy time or as an expedient means of dealing with very minor, non-recurring conflicts. In more severe cases, conflict avoidance can involve severing a relationship or leaving a group.Collaboration – work together to find a mutually beneficial solution. While the Thomas Kilman grid views collaboration as the only win-win solution to conflict, collaboration can also be time-intensive and inappropriate when there is not enough trust, respect or communication among participants for collaboration to occur. Compromise – bring the problem into the open and have the third person present. The aim of conflict resolution is to reach agreement and most often this will mean compromise.Competition – assert one's viewpoint at the potential expense of another. It can be useful when achieving one's objectives outweighs one's concern for the relationship.
Methods to deal with conflicts
Competition (win-lose situation)Accommodation (win-win situation)Avoidance (lose-lose situation)Compromise (lose-lose situation)Collaboration (win-win situation)
Conflict Table
Win-Win Lose-Win
Win-Lose Lose-Lose
I win I lose
You win
You lose
LEVELS OF CONFLICTINFORMAL
More often handled quickly, less noticeable by others - quick comments to coaches and participants
FORMAL Need,s more attention more skills
necessary to resolve or understand what the coach, player or official has heard or seen
How to prevent conflicts
Frequent meeting of your teamAllow your team to express openlySharing objectivesHaving a clear and detailed job descriptionDistributing task fairlyNever criticize team members publiclyAlways be fair and just with your teamBeing a role model
KEY COMPONENTS IN RESOLVING CONFLICT
GREAT LISTENING SKILLS
FLEXIBILITY
WILLINGNESS TO CHANGE
AGREE TO DISAGREE
1. LISTENING SKILLS
Maintain eye contactDo not interrupt - let them finishGood posture - maintain a non-threatening
positionGentally rehearse situations you might
become emotional in
2. FLEXIBILITY
Be able to adjust to any situationDo not try to handle the situation alone - use
your partner(s)Understand you are not going to please
everyone - agree to disagree - this is a two way street, but the official has final say
3. WILLINGNESS TO CHANGE
Get the call right - use your partner(s)If change is necessary - make the changeSupport your partner(s) - you are a teamUnderstand the psychology of coaches and
what motivates them - communicate with them - know your coach
4. DEFUSING THE SITUATION
INFORMAL CONFLICTS:Normal contest situations will not be stoppedUse visual acknowledgment with coach or
participantsDirect eye contact or use caution sign.Use short verbal explanation“I hear you, I will watch for that”“I saw it differently than that”Most of all - know your audience
FORMAL CONFLICT
Contest will temporarily be stoppedHelp your partner with positve information -
let partner make the callDefuse the situation - do not abuse it - get
everyone calmed down if possibleGood eye contactProper postureClose the situation as rapidly as possible
NECESSARY CHANGE
If the official is in error, make the necessary change
Explain to the opposing coach and captain(s) the situation and the change
Get the contest started as quickly as possible
There are advantages to conflict.
While the term conflict generally is associated with negative encounters, conflict itself is neither inherently good nor inherently bad. In fact, engaging in conflict can have positive effects on relationships and organizations. Consider these benefits: Managing conflict is quicker and more efficient than letting conflicts fester. Conflict fosters an awareness that problems exist. Discussing conflicting views can lead to better solutions. Conflict requires creativity to find the best outcomes. Conflict raises awareness of what is important to individuals. Managing conflicts appropriately helps build self-esteem. Managing conflicts well is a sign of maturity. Conflicts are challenging. Conflicts are exciting. Conflicts encourage people to grow. Conflicts create opportunity.
There are disadvantages to conflict.
Conflict can injure feelings.Conflict can delay the work of process,Conflict result in factions developing
ConclusionConflict is unavoidable
Interaction among workersDependence of workers on one anotherComplexity of organizational relationshipConflict is a healthy sign not a negative processIt reflects dynamics